Scrum of Scrum is first of all another meeting within the Scrum Framework. This is not an official ceremony according to the Scrumguide, but a constructive addition for a first pragmatic agile scaled organizational approach.
The meeting is an inter-scrumteam meeting, in which one or more representatives of the respective Scrum Teams participate. The goal of SoS is to talk about obstacles as well as dependencies and to learn from other Scrum Teams or to adjust to the dependencies early on. From an organizational point of view you can also use the Scrum of Scrum as a multiplier and thus bring new information into the individual Scrum teams. This has the advantage that not all team members from all Scrum teams have to participate. Of course it depends on the information you want to transport which approach you choose. Which person represents the team in the SoS does not depend on any concrete specifications. However, my recommendation is the Scrum Master. This is based on the fact that he has an eye on the team-internal obstacles and can communicate these centrally. The Product Owner could also represent the team, since he knows the professionalism very well and could therefore identify further dependencies in the appointment
According to Ken Schwaber, the Scrum of Scrum meeting should not last longer than 15 minutes, because problems and obstacles should not be solved within this meeting. Depending on the size and complexity of the Scrum of Scrum, an extension to half an hour or even a full hour can be useful.
The Scrum of Scrum Meeting is best scheduled after the Daily Standup Meetings of the individual Scrum Teams.
The advantage of Scrum of Scrum is clearly the pragmatic approach to transport information across multiple Scrum teams. This is not a complicated, scaled framework that may need to be introduced in the long term. Dependencies become transparent for all teams, risks are identified across Scrum teams, obstacles also become transparent and a joint solution development is possible.
The disadvantages of Scrum of Scrum are the natural (complexity) limits. In my opinion no more than 6-8 Scrum teams should be combined within one Scrum of Scrum. If this limit is exceeded you should consider forming a Scrum of Scrum of Scrum. This appointment would bring together one or more representatives from the respective Scrum of Scrums. This would create a pyramid-like organizational structure, which, however, would also lead to an increase in complexity per introduced Scrum of Scrum.
A Scrum of Scrum is very well suited for organizations that already work according to Scrum. It does not matter whether the teams are working on exactly the same product or the organization is the common denominator.
If you have already introduced Scrum in your organization and are wondering how you can create more transparency about the individual Scrum teams, I recommend giving Scrum of Scrum a chance in your organization.
We would also be happy to advise you in the implementation. If you still have questions or suggestions, please contact us!